Successful supplier relationship management needs a ‘sense of purpose’

Getting the fundamentals right is key to SRM success, says supply chain management expert David Atkinson By Tom Holmes, Marine Trader Editor Most change programmes fail because of a lack of senior management buy-in and a haphazard approach. That was the opening message from David Atkinson as he began his talk on
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SRM Video Series: #1 What Are You Doing It For?

In my thirty-one years (so far) of working in the procurement field, I’ve seen the profession grow in stature, and as my mentor Professor Andrew Cox has said, witnessed procurement become something of a science. When I started out ‘Purchasing’ was all about being able to negotiate deals with (mostly)
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Sourcing: The Heart of the Matter

Book Review: Sourcing Portfolio Analysis by Andrew Cox These days there is no shortage of advice for procurement and supply chain management practitioners, be it from blogs, white papers, surveys, consultancies and, somewhat less often, well-written books that delve deeper into the subject. It seems that we have reached a
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Part 2: Procurement: the real challenges to effective working with internal stakeholders (and how to overcome them)

In his previous blog on the challenges of securing stakeholder involvement and buy-in for procurement strategies initiatives, Professor Andrew Cox expands on how these could be overcome, citing IIAPS client cases. Tactical Solutions to the Lack of Cross-Functional Involvement & Buy-in Building on our previous analysis of the 12 Major
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Procurement: the real challenges to effective working with internal stakeholders

Four Pillars’ work in the procurement sphere often involves working with cross-functional teams in developing category and supplier management strategies. We would go as far to say that effective procurement is most-definitely a cross-functional endeavour, particularly so when strategic categories of supply and key supplier relationships are being considered. Generic
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